April 27, 2017

The Premises of Rational Management

Organizational Effectiveness is a basis of rational management.

The organization is one of mankind's all-time greatest inventions. An organization is intended to operate as one unit, with all its parts in efficient coordination. But all too often it does not. The parts operate as disparate levels of efficiency, or they overlap, or they work against others interests. There is misunderstanding and miscomunictaion. Things get done, progess is made. But not enough of the right things get done or as well as they should. Progress, however it is defined, does not meet expectations.

When we hear about dysfunction and things that are the smell of that dysfunction and have not identified the root cause of that smell, we are simply treating the symptom. Whatever suggested solution there is has no hope of ever fixing the problem, it's simply a placebo at best and a diversion a worst.

This book in its original form and the updated version in 1997 provides the foundation for decision analysis in the presence of uncertainty. Decision making and the analysis that accompanies it are the basis of success for business and those providing the solutions the enable the success of business.

Any suggestion that decisions can be made in the presence of uncertainty without estimating the outcomes of those decisions on the probability of success of the business as no basis in principle or practice of business management. Such suggestions are logically fallacious.

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The Premises of Rational Management

Organizational Effectiveness is a basis of rational management.

The organization is one of mankind's all-time greatest inventions. An organization is intended to operate as one unit, with all its parts in efficient coordination. But all too often it does not. The parts operate as disparate levels of efficiency, or they overlap, or they work against others interests. There is misunderstanding and miscomunictaion. Things get done, progess is made. But not enough of the right things get done or as well as they should. Progress, however it is defined, does not meet expectations.

When we hear about dysfunction and things that are the smell of that dysfunction and have not identified the root cause of that smell, we are simply treating the symptom. Whatever suggested solution there is has no hope of ever fixing the problem, it's simply a placebo at best and a diversion a worst.

This book in its original form and the updated version in 1997 provides the foundation for decision analysis in the presence of uncertainty. Decision making and the analysis that accompanies it are the basis of success for business and those providing the solutions the enable the success of business.

Any suggestion that decisions can be made in the presence of uncertainty without estimating the outcomes of those decisions on the probability of success of the business as no basis in principle or practice of business management. Such suggestions are logically fallacious.